MANAGEMENT OF PROJECTS FUNDED BY THE SECTORAL OPERATIONAL PROGRAMME HUMAN RESOURCES DEVELOPMENT: PROMOTING SOCIAL INCLUSION Ec. SORANA VAIDĂHĂZAN, FSEGA, Babes-Bolyai University, Cluj-Napoca Abstract: Project management, promoting social inclusion, send a phased thorough complexity in the organization of activities and its objectives due to fixation target group involved, namely persons with disabilities considered especially vulnerable group psychological and social aspect. As a result, the project requires a new theoretical and practical approach to a content different from the normal social projects for groups, complexity and specificity forcing an appeal to a higher content than conventional projects Keywords:theoretical project, practical project, quality assurance, quality control. 1.Introduction Project management is a relatively recent discipline, with the incorporation of economic, social and cultural projects developed in the process of accession to the European Union. Amounts carried and used by international programs launched by PHARE, SAPARD, ISPA, by other types of projects in different fields such as: "Education and Training", "Leonardo da Vinci", "Socrates", "Youth", "Elearning" "Alfa", "Grasp", "Twinning light" or, in particular, the Sectoral Operational Programme Human Resources Development in Priority Axis 6: "Promoting social inclusion" with Major Field Intervention 2: "Improving access and participation vulnerable groups in the labor market ", succeeded by Major Field of Intervention 3:" Promote gender equality on the labor market "indicates the significant role they have externally funded projects in economic development and lead to a growing area of application. 2.General aspects of management of European projects Involving people with disabilities in the labor market is only one segment of the complex process of sustainable development in terms of economic instability, the project given to obtain evidence for making quality decisions, knowing that the way out of the crisis is innovation, and the project is innovative in structure and the ideas promoted. Innovation in project design creativity means more use of effective new methods to involve disabled people in sustainable economic development of our society, transforming them from inactive to active people. This project is in pursuit of economic and social cohesion of the European Union has the following action items: convergence, which promotes the development and structural adjustment of regions lagging behind development regional competitiveness and employment in areas that are not eligible for the convergence objective european territorial cooperation through regions, counties and areas of transnational. In such a theoretical framework, the concept of project management is defined as a set of dynamic processes together that takes place in an organized well-defined, specifying and using resources in a controlled and structured manner in order to achieve of accurately defined objectives. 337
As an illustration, the project is placed in the EU2020 strategy, aiming especially the first two major objectives at EU level: employment at a rate of 75% among people aged 20 to 64 years research, investment and innovation with a level of public and private investment in research and development than 3% of EU GDP. Accessing the funding provided by the Structural Funds is a current topic in business. The low degree of absorption of funds indicates an important evaluation criterion in assessing the efficiency of public structures used as legal persons with management authority, European funds. European Social Fund is the main instrument through which the EU finances strategic objectives of employment policy 1, which supports the following priorities: increasing adaptability of workers and enterprises increase access and participation in the labor market promoting social inclusion by combating discrimination and facilitating access to employment for disadvantaged people. A good project management is the planning, coordination, management and control of the project life cycle so as to achieve the project objectives in terms of cost and quality set 2, the project was considered "a tool to achieve a result that is unique and to be attained over a period of time, within a budget 3." The establishment and promotion of the project involves teaching the project management, specific knowledge of the diversity of types of projects can be applied, but especially the setting of objectives of the project and how to use its results on the entire life cycle, taking into account external environment of the project results will be evaluated. Implementation of a project life cycle requires first proper interaction between its economic parameters and a better connection between the principles and factors to achieve goals.project management requires careful planning of activities, a careful organization of human resources and materials management tasks monitored in stages, leading to measurable goals, for a defined scope, in the presence of constraints related to time, resources, costs and quality.therefore the main areas to be taken into account when addressing project management are: management of project scope, time, human resources, other resources, risculuil, information quality management.the main advantages of using project management, which aim endorsed fields above are: smaller time intervals organizational development, lower costs, higher quality and higher profit margins. In addition, increasing overall efficiency is results-oriented.in the current period, projects are indispensable in organizations. Increased volatility in the business environment requires organizations ability to respond effectively and fast.for the purposes of efficiency and dynamism, project management distinguishes two points: a) the design of the project as a result of research, development and design, generating a theoretical project, b) the implementation of the concept, defining a practical project. The project includes activities that directs toward a common goal and requires the use of a variety of resources: human and material quality, financial well-calculated, advanced equipment, careful documentation for information judiciously distributed. Working time implementation of the project is measured at a first and final until its execution.in a project funded bysectoral Operational Programme Human Resources Development theory, presentation phases and their deployment is detailed, from the conceptual and practical project is more spectacular than the original proposed 1 See http://www.fseromania.ro 2 See Armenia Androniceanu, Oana Abăluță, Doru Curteanu, Irina Popescu, Managementul proiectelor cu finanțare externă, Editura Universitară București, 2006, p. 12. 3 For this definition, see: Cristian Haiduc, Mihaela Șteț, Gheorghe Vâlcă, Managementul proiectelor Editura Risoprint Cluj-Napoca, 2010, p. 5. 338
adding activities. The project consists of a theoretical amount of eligible activities, the manager being able to choose between methods of implementation, activities, products offered and their recovery modes. The project involves a theoretical approximate cost accounting.in a practical project funded Sectoral Operational Programme Human Resources Development obtained after some investigation, is punctual and rigorous presentation of the activities, their planning stages and phases is well defined temporal and in terms of carrying out practical projects are characterized by reality. The design is done by limiting the activity performed, based on well-selected human resources and financial resources calculated from the sale of products to research. Therefore, cost accounting is accurate and originality of the project resulting in effective ways to achieve the objectives.in summary, the project includes both the sense defined processes, which generates two different types of specific projects, with different methods of management: one theoretical and one practical first case to the second case. Types of projects Features of a project defined by its scale deployment of the objective and the proposed activity and the quality of the products concerned for sending different types of projects. The project in question is pursuing the following priorities of the National Strategic Reference Framework: developing basic infrastructure for people with disabilities to European standards improving the competitiveness of crafts long term requirement of Romanian economy development and more efficient use of human capital, the inactive effective administrative capacity building balanced territorial development by approximating European standards. Achieving this European project involves, in addition to setting overall objectives, the following activities: situation analysis identifying problems / needs prioritize problems decision on whether the project defining project idea consulting the stakeholders. In addition to the overall objectives, a project contains specific objectives and external funding by: promoting quality education and initial and continuing training, including higher education and research promoting entrepreneurship and improving quality and productivity at work facilitate insertion of young and long term unemployed into the labor market development of a modern labor market, flexible and inclusive promoting labor market insertion of inactive people, including in rural areas improve public employment services facilitating the access of vulnerable groups to education and the labor market. First, the project will take into account the proposed area of work, after which distinguish: local projects (city, county, group of counties) national projects regional projects (under future legislation and dividing territory in regions) international projects. Secondly, will focus the lens and project work, after which distinguish: industrial projects trading names projects cultural projects 339
environmental projects scientific projects (research) educational projects management projects. After the quality of the products concerned, the projects are of two types (see Razvan Nistor, "De la calitate la managementul calității totale" Alma Mater Publishing, Cluj-Napoca, 2007, p. 91): minor projects, resulting in projects to improve products major projects, resulting in the design of new products. European project management principles European Project Management requires the following principles: uniqueness objective unique coordination made by a team leader possibility of dismantling the project approach to target resources assessment or reassessment as the recommendation after each step or phase internal and external monitoring and evaluation (made by evaluators outside the project or the borrower). Making a Sectoral Operational Programme Human Resources Development funded project depends on four factors which must be in equilibrium: the time - calculated initial planning for projects with external funding is not a constraint as important as traditional projects the money - the project budget (exceeding or non allocated resources are management errors) the quality specifications (agreed or required by law), the most important challenge for the management of a project is generally in achieving project specifications the goals - goals of the projects and activities required for project implementation are determined by the project team in accordance with certain directions given priority by organizations external financing and the budget is not variable. The objectives of a project funded Sectoral Operational Programme Human Resources Development should be: specific - expressing the clarity of what should be done measurable - the result can be quantified welcome - team consensus time - calculate realistic goals. Life Cycle The projectwith european fundingrequires several steps from the moment of conception until its completion. Each european project has its own distinct life cycle from idea. Note that the life cycle of a project includes the period during which occurs the project, according to the following steps: marketing, proposal preparation and project funding winning contest thematic research to achieve the project design for achieving the thematic project production with actual implementation of the project theme evaluate project marketing project results with obtaining benefits reuse and recycling of project results. 340
In other words detailed phases of the life cycle, the project 4 are: design or project initiation, in which the project identification, defining performance and track quality parameters, its reliability analysis, cost estimation and duration. This phase can be considered as one conceptual, are the foundations of the project and management approach. Based on the innovative idea provides a research field to identify the possibility of transforming it into a practical plan. I set goals, resources are estimated and are selected project team members. birth or project planning phase is the phase in which they are validated and refined proiectului.acum main features are planned and minimized costs and determine the activities riscurile.în this period, working hours and tasks of the project team members. Time is set as the most important unit of time, since at this stage of planning all scheduled activities must include a temporal dimension. maturity or execution (implementation) is the phase in which the most important part of the activities, requiring the development of performance monitoring procedures performed. completion of the project is the phase in which the review and audit of the project, its results and the disintegration of the teaching team. European project cycle phases and their interaction can be summarized in the following complex scheme 5 including project cycle phases known initial, intermediate and final, covering the entire process: start (definition + planning), implementation (organization + implementation + monitoring) and end (assessment + report), together with the costs and expenses staff and the activities to be implemented, it can be shown as follows: Figure 1 In short, the project requires going through all stages of the life cycle, including the processes that determine the quality policy. Good political qualities of the European project Good quality planning, quality assurance and quality control of the project are the most important steps in the complex process of project management, as specified quality standards of reference for this, showing how to achieve the standards, the constant mark and glue between research design implementation. The manager and the team he coordinated state principle elements of quality reference for each of these steps as setting the milestones is one of the keys to supporting project planning. The management team seeks quality standards, conforming to the structure of the three trials, each consisting of three parts 1. entries 2. tools and techniques 3. outputs (results), which are 4 See: Cristian Haiduc, Mihaela Șteț, Gheorghe Vâlcă, Managementul proiectelor Editura Risoprint Cluj-Napoca, 2010 5 Course Managentul general de proiect, a project co-funded by European Social Fund through POSDRU 2007 2013 Investește în oameni, Editor: Institutul de formare economică și socială(www.ifes.ro), 2013, p. 10 341
interdependent (see Razvan Nistor, "De la calitate la managementul calității totale" Alma Mater Publishing, Cluj-Napoca, 2007, p 174): Project Quality Plan includes: A. Inputs: quality Policy ((intentions + general qualitative directions) objectives (defining the needs of the partners involved) product description (details + technical aids target setting) standards and regulations (set of quality standards + relevant regulations) outputs of other products (market requirements contained in the reflection on the supplier quality). B. Tools and techniques: benefit analysis / cost (estimated cost + benefits payback on investment + net investment + return) benchmarking and adaptive market (comparative solution + standard measure) flow diagrams (graphical analysis relevant to system resources) simulations (method of identifying specific variables) cost of quality (prevention cost + cost evaluation + cost assessment involuntarily omitted) C. Outputs: quality management plan (organizational structure + responsibilities + procedures + processes + necessary resources) defining quality specifications (field + control limits: measured activity and its results) checklists (verification tool+ control activities) inputs to other processes (requirements of implementing other processes). Quality assurance project - estimated overall performance of the project, ensuring that it will achieve the required standards, comprising: A. Inputs: quality management plan (results + control + quality assurance) quality control results defining quality specifications(areas + process control limits of quality assurance project) B. Tools and techniques: planning tools and techniques of quality quality audits (quality assessment carried out management work) C. Outputs: increased quality (actions to increase efficiency + efficiency + preventive action + corrective action) Quality control project - quantifies specific results of the project will be achieved by ensuring that relevant standards: A. Inputs of quality control activities results(product performance + results of management) quality management plan (control + results + increased quality) defining quality specifications (field + process control limits of performance and results management process) checklist (checking + obtaining control standards required). B. Tools and techniques: inspection (measurement + review + test results for compliance with the requirement) control charts (control charts, graphical) pareto charts (isolation of 20% + parameters explaining 80% of the problems) statistical sampling (selection of categories of activities + list inspection processes to reduce the cost of control) 342
flow diagrams (analyzes causes of dysfunction) future policy analysis (identification techniques monitoring costs mistakes and faults + significant deviations). C. Outputs: increased quality (actions to increase efficiency + corrective action + preventive action) decision making (removing non-compliant components work activities and processes +corrective action) corrections (actions to eliminate and minimize the disruption) complete control lists (lists of control = the records and information to the project) adjustment processes (preventive actions+ immediate corrective action+ control processes integrated project). European project manager and team After mentality ( responsibility and duty to achieve results), the manager and the project team supports a differentiated 6 approach based on identifiable characteristics of managers and employees. Characteristics related to managers: guides them in their permanent seeks its own initiative, to identify what employees think support experimentation and risk taking assigns authority and responsibility create a climate conducive to learning facilitates the flow of information communication stimulates solving problems in team tasks is a model for those around them takes center stage development opportunities that allow each employee courage inspires everyone so openly express and discuss potential conflicts on issues provide useful information to each employee for training and development of their skills. Characteristics on employees: fulfill responsibilities to complete actions outside the procedures prescribed trying to solve difficult problems that arise in a constructive way without seeking a responsible therefor openly show their opinion about the solutions identified to be adopted for optimum efficiency actions incumbent openly declare their position on the powers that would be expected to perform additional work involved improving scrutinizes existing relationships both inside and outside the team to which it belongs. In a project team characteristics on employees (determined by the relationship between employees and between managers and subordinates) are found in the following processes: help each other show mutual trust and respect all decisions taken by the parties evenly distribute responsibilities between all the consequences and penalties creates an open system, each real-time information being communicated to all those who can use offering full opening, each having access to events, can capitalize on positive achievements and failures of others members in organizations 6 See Răzvan Nistor, De la calitate la Managementul calității totale, Alma Mater Publishing, Cluj-Napoca, 2007, p. 78. 343
want to create and the procedures and self-training. The manager and the team pursue a coordinated development process that ensures quality objectives of the project with external funding in order to direct the project and implicit and explicit needs of the customer and the user. 3. Conclusion Project team members with external funding are responsible for understanding the tasks to be carried out by the European requirements for carrying out the work within the allocated budget expectations, duration and quality to inform the project manager on difficult situations, content changes, risk and quality concerns, to communicate the current status and managing expectations. A European project manager creates a favorable climate for European type training, facilitating communication flow of information, encouraging the team to solve problems in their work and is a model of civic and professional conduct for those around them. Through this project, the manager and the team want to solve real problems of target groups, embedded in communities and the pressures of modern society. References [1] Androniceanu, Armenia; Abăluță, Oana; Curteanu, Doru; Popescu, Irina, Managementul proiectelor cu finanțare externă, Bucharest University Press, 2006. [2] Bate, Nicolas, Cum să combateți recesiunea. Planul de supraviețuire în afaceri, Bussiness Meteor Publishing, Bucharest, 2008. [3] Drucker, Peter F., Inovația și sistemul antreprenorial practică și principii Encyclopedic Publishing House, Bucharest, 1993. [4] Fisk, Peter, Geniu în marketing, Meteor BussinessPublishing, București, 2006. [5] Frățilă, Rodica; Nistor, Răzvan, Drăgan, Mihaela and others, Bazele tehnologiei și merceologiei, Technology Commodities Department, "Babes-Bolyai"University, Publishing PressCluj-Napoca, 2003. [6] Haiduc, Cristian; Șteț, Mihaela; Vâlcă, Gheorghe, Managementul proiectelor, Publishing Risoprint Cluj-Napoca, 2010. [7] Newton, Richard, Managementul de proiect pas cu pas, Bussiness Meteor Publishing, Bucharest, 2007. [8] Nistor, Razvan, De la calitate la managementul calității totale, Alma MaterPublishing, Cluj-Napoca, 2007. [9] Neagu, Olimpia, Managementul proiectelor europene, Publishing Risoprint, Cluj-Napoca, 2010. [10] Rahman, Abdur, Anatomia științei, Political Publishing, Bucharest, 1987. [11] http://www.fseromania.ro. 344
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